Quotes By Carlos Ghosn

I'm the C.E.O., nominated by the shareholders. If they're not happy, I have to take the consequences.

Profit is the most global aspect of a business, and it is cross-functional.

Being in a multicultural environment in childhood is going to give you intuition, reflexes and instincts. You may acquire basic responsiveness later on, but it's never going to be as spontaneous as when you have been bathing in this environment during childhood.

Synergies are not only about cost reduction. Synergies can be access to markets, exchange of products, avoiding overlaps, exchange of best practices.

We are facing extreme volatility.

I think that the best training a top manager can be engaged in is management by example.

It would be easier to make money in other sectors, but since I was a kid, I liked cars.

More and more, in any company, managers are dealing with different cultures. Companies are going global, but the teams are being divided and scattered all over the planet.

You don't implement change easily in Japan unless you explain very clearly why you need to do this change, how you're going to do this change and what's going to be the outcome of this change. If you offset or you forget to explain one of these three steps you're not going to do it.

There are always lessons that can be learned from another manufacturer. You can learn from their successes and from their mistakes also. But you cannot replicate; you can only learn.

I think we're going to have some difficulty in front of us. I have absolutely no doubt the next three, four years Europe are going to be at best stagnation. We are preparing for tough times.

Cars have a large engine in the front and you have a gearbox, which is cumbersome. Electric cars don't have this problem. The motor is much smaller, the battery is below you. This will allow you to play with different shapes.

I always loved cars. I don't know why, I can't explain it to you. It has always been with me.

I don't believe in hostile moves. I don't believe they carry any value.

China will be the answer to Japan's problems.

The most interesting information I can have about a competitor is the cost.

If we come to the conclusion after 90 days that the synergies are big enough to justify the efforts, then we can go to the second step, which consists of saying: what would be the best organization and conditions - including shareholdings - in order to make sure the synergies happen.

Design is important, it's an important dimension in the car. It's not the only one.

Business is tough; you need tough guys.

What I worry about is not just Nissan, but Japanese manufacturers losing motivation to maintain production in Japan. The high yen is definitely a headwind.

You have to be careful to react when you start to deviate from your course.

I think the new generation is much more demanding about respect for the environment than we have ever imagined.

When a company is facing a problem, it always takes a stance and takes a decision, but at the same time it wants to make sure of what it can learn from it, what enhancements it can make.

When the CEO makes a decision, people don't come back on it.

In a difficult and uncertain environment, Renault remains on track to meet its 2012 objective.

You'll never convince me there is a hopeless situation or there is any finality in any success or any failure.

You go to a plant not only to pat the people on the back, but to tell them about the opportunities they have to do a better job. Quality is one of the opportunities they have to do a better job.

The Japanese people are usually very prudent, even when they are convinced change is necessary.

I love not to be busy in a certain way.

Incentives are not strategy, they are tactics. Defensive measures.